DeepView case study

December 2009

Using technology to work smarter

How four companies are building a sustainable advantage
Using technology to work smarter

Page 2

Introduction
Contents We are operating our businesses in a world marked by constant change. If
you are prepared, these economic, competitive, and technological changes
2 Introduction can lead to great opportunity. However, if your business does not have the
4 Case study 1: Hendricks agility to anticipate and adapt to change, you will not be able to adequately
Regional Health serve your customers and grow. Smart executives understand that their
9 Case study 2: State of Missouri companies need an IT infrastructure designed to reflect the realities of
Office of Homeland Security today’s business climate. In order to optimize business processes, control costs
12 Case study 3: Bharti Airtel and deliver better service, business and IT need to find ways to work smarter.
16 Case study 4: Implanet
For many businesses, working smarter is a journey that begins by taking the
time to evaluate business drivers and understand how they define your core
business products and services. What has made you successful in the past,
and how will your business need to evolve in the future? How can you rede-
fine the way people — both internal and external to your business — are able to
work together to foster a collaborative environment and improve quality and
productivity?

As you seek answers to these questions, you may recognize that the dynamics
of your business have changed — but your IT infrastructure has not. What can
be done to eliminate some of the organizational silos and brittle IT infra-
structure that may be holding you back from optimizing business results in an
environment of constant change? By thinking and working smarter, you can
build IT infrastructure and services that can provide a secure, governed and
repeatable approach to anticipating and serving the needs of the business.
Using technology to work smarter
Page 3
Highlights
To take advantage of the
opportunities present in today’s
volatile environment, business
and IT must work hand in hand,
connecting people and processes.
While there are many different approaches to connecting people and processes
in new ways, similarities can be found across many different types of business.
Typically, businesses that follow a smart work approach understand that they
need an agile, connected and collaborative business environment to empower
people and embrace change. These businesses focus on the interconnected
parts of an enterprise and look to see how the organization can consistently
deliver value as a cohesive unit. This means understanding how organizations
can model, streamline and then repeat the processes that rely on both people
and technology.
This path to working smarter is characterized by:
• Using technology to enhance the connections between people and establish a
collaborative environment to improve productivity and quality
• Optimizing workflows to reduce costs and ensure that work gets done by the
right person and the right team in the right sequence at the right time
• Ensuring that accurate and consistent information about business can be
accessed by all who need it, when they need it
• Integrating applications with business processes so they serve the needs of
the business
• Creating a continuous improvement in business process with the help of
analytics and metrics.
Change — whether market or internally driven — is never easy. It often requires
a cultural shift for both the business and IT. Many business units have long-
standing manual methods of executing business processes, and they may be
uncomfortable giving them up. Often a change in business collaboration,
while positive in the long run, can shake up established patterns of behavior
Using technology to work smarter

Page 4

and require major adjustments in the way people work and solve problems.
Nonetheless, there are many businesses today that have successfully innovated
new business models by automating inefficient manual processes and using
interconnected and instrumented devices to connect people and processes.
In addition, there are many businesses that have transformed their business
models by implementing service oriented architecture (SOA) to provide the
flexibility needed to meet ever-changing business challenges.

This DeepView looks at how four organizations transformed their businesses

by following a smart work approach. They all recognized a need to create an
agile environment that supports collaboration both within the organization
and beyond its boundaries. These organizations found new ways to transform
inefficient manual processes that were inhibiting the delivery of accurate and
timely information into automated and intelligent services that support the
needs of the business.

Case study 1: Hendricks Regional Health

Solution components:
Hendricks Regional Health Hendricks Regional Health1 is a midsized, nonprofit regional health system
with 250 physicians, one full-service hospital and three community medical
Software centers. The healthcare teams leverage sophisticated medical technology to
• IBM Lotus Notes® deliver high quality, personalized and compassionate care to their patients.
• IBM Lotus Domino® In fact, the hospital has consistently ranked above national averages for
• IBM Lotus Sametime®
patient safety and quality. However, with a goal of continuous improvement in
business performance and service to patients, working smarter has become a
priority for Hendricks Regional Health.

Effective communication and collaboration are key elements in any healthcare

delivery organization. There needs to be a coordinated approach to ensuring
that everyone on the medical team has access to the right information at the
Using technology to work smarter
Page 5
Highlights
Critical patient data was
not efficiently flowing from
emergency teams.
right time in order to deliver quality care. In a hospital environment, even
the most expert medical team can deliver less than optimal performance if
inefficient and error-prone manual processes hamper access to information
about a patient’s medical history or an urgent medical situation.
In 2002, Hendricks adopted IBM Lotus Notes® and IBM Lotus Domino® soft-
ware for messaging and collaboration, using this platform to create specialized
forms that help to capture, store and deliver information critical to medical
care. By maintaining a consistent platform for all the different forms, the IT
department is able to reuse skills and resources to help control costs.
Recently, two sets of needs cried out for IT support: the Patient Run Form
that documents emergency runs bringing patients to the hospital, and the
on-call system that links doctors to urgent off-hours calls from people seeking
medical advice.
Inefficient paper forms inhibit timely transfer of critical medical information
Emergency medical technicians (EMTs) and paramedics staff the fire depart-
ment-supported emergency vehicles that transport patients in need of urgent
care to the hospital. These emergency teams, while not employees of the
hospital, provide a critical link to the successful outcome of the care provided
to the patient. They need an efficient, accurate and repeatable way to transfer
information about a patient’s medical condition, logistical information about
the emergency run, and details on emergency care provided prior to the
patient’s arrival at the hospital. Ideally, the hospital medical team should
receive this information in advance so they can prepare to respond rapidly
when the patient arrives.
Using technology to work smarter
Page 6
Highlights
Manual reporting processes
required additional steps that
often led to errors.
An online form provided a time-
saving option for capturing patient
information, increasing efficiency
and accuracy.
The key criteria of efficiency and accuracy were not being met by the existing
manual process, which was cumbersome and highly error prone. Critical
information about the patient was delivered by the EMTs to the hospital
emergency staff both orally and on a handwritten one-page Patient Run Form.
Some of the information EMTs wanted to capture had no corresponding field
on the form, forcing them either to leave it out or write comments into the
margins of the form. After returning to the firehouse, EMTs needed to enter
the data from the Patient Run Form into an electronic system that was used
for reporting public health and financial metrics to the state. This extra step
was inefficient and often led to errors.
Electronic forms optimize delivery of patient information
Hendricks Regional Health needed a new approach optimized both to support
the needs of the medical teams and to help ensure more positive outcomes
for the patient. The Hendricks IT department worked with IBM Business
Partner ITM Associates to build a new Patient Run Form based on ITM’s PDF
inFusion eForms product— a Web-based solution used to collect and display
data on PDF forms and then store the forms in a Lotus Domino database. Key
benefits of this approach include:
Timelier and higher quality information. The online form can step a
user through a series of pick lists for standard questions such as: Was an IV
started? Was it on the left or right arm? What gauge of needle was used? The
electronic format is fast, easy to use, and produces more readable and accurate
information. It also provides a way to capture additional notes and comments
as unstructured text that can be referenced and analyzed.
Using technology to work smarter
Page 7
Highlights
Hendricks Regional Health can use
the information captured in the
new form to evaluate and improve
current procedures.
More efficient business process. The additional information that EMTs are
able to capture on the electronic form can be used in multiple ways to improve
care provided to the patient. For example, EMTs now have a more comprehen-
sive process for tracking the patient’s vital signs over the duration of the run.
In addition, EMTs only need to enter information once — on the new electronic
Patient Run Form — and it can be used by the hospital, picked up by a second
hospital if the patient needs to be transferred, and later submitted to the state
for analysis.
More effective collaboration and communication. The EMTs enter data
online while caring for the patient and can submit the electronic form
before they arrive at the hospital. The hospital emergency teams can rely
on the medical information because it is more specific, more accurate and
delivered faster.
Flexibility to accommodate alternative field situations. The new form
can run independently of a Lotus Domino server, giving EMTs the flexibility
of filling out the form offline and then submitting it later via any Internet
connection. Users enter data into Lotus Notes and the data is permanently
merged with the PDF form, enabling the form to be stored and transmitted as
a stand-alone document.
The information provided by the electronic Patient Run Form system also
enables Hendricks Regional Health management to work smarter. Analysts
can pose and answer questions, such as how many heart attacks are being
seen, how many patients are coming in with head traumas, or how many
babies are being born before the mother gets to the hospital. This analysis
allows the hospital quality management team to evaluate the efficacy of
different types of interventions and make adjustments to improve the quality
of care.
Using technology to work smarter
Page 8
Highlights
The new on-call scheduling appli-
cation created a truly collaborative
environment where information
is readily available and easily
updated.
Managing the on-call system with paper was hard on everyone
A hospital’s on-call system plays an important role in ensuring that people
who call for advice about urgent medical situations can speak with a doctor
as quickly as possible. To meet this need around the clock, the hospital must
maintain doctors’ on-call schedules; connect callers quickly to the right
doctor; and track when doctors are paged.
At Hendricks Regional Health, everything the on-call system operators did
and had to know was recorded on handwritten paper forms. Changes to the
call schedules were common, and they were also recorded on handwritten
notes that were easily misplaced, leading to the wrong doctor being paged.
With 250 doctors on staff, this process was inefficient and inaccurate. The
lack of a standardized and repeatable process for managing on-call schedules
meant that urgent calls might not get answered in a timely manner.
For Hendricks, working smarter meant creating a new, efficient on-call com-
munication process that would streamline the operation and ensure that the
right doctor would receive the right page on time.
Employing automation to improve the on-call paging process
Like the Patient Run Form system, the new on-call scheduling application
was built on Lotus Notes and Domino. Doctors’ schedules are set up in a
Domino database by the day of the week, with start and end times for on-call
availability. Each doctor’s specialties and contact information are recorded in
the same place, including a list of contact methods ranked by preference. In
addition, information about patient symptoms can quickly be entered into the
system and forwarded to the right doctor in an electronic page, along with the
call-back phone number.
Using technology to work smarter
Page 9
Solution components:
State of Missouri
Office of Homeland Security
Software
• IBM DB2®
• IBM Lotus Sametime®
• IBM WebSphere® Application Server
• IBM WebSphere Portal
Services
• IBM Global Technology Services
Communication about changes to the on-call schedule is vastly improved.
Doctors can now update their own schedules online or easily connect with
the employee in charge of the schedule to request modifications, which are
then entered into the system. A schedule can be altered completely if a doctor
switches a large block of time with a colleague, and the application includes
room for any special instructions in the case of sudden schedule changes. This
flexibility supports up-to-the-minute tracking of who is available at any time
to handle emergency medical situations.
Case study 2: State of Missouri Office of Homeland Security
The news footage is all too familiar. A disaster strikes and emergency services
respond while lives hang in the balance — a literal life-and-death situation.
Consider the epic challenges that the emergency response team faces: the
coordination of people, processes, resources and activities across public,
private, nonprofit and volunteer organizations during or after a crisis situation.
A rapid, effective response to a widespread crisis situation demands a smart,
focused and collaborative approach.
The State of Missouri and its Office of Homeland Security2 provides emergency
response services to 5.8 million citizens, spread out over 68,000 square miles.
After handling 14 presidentially declared disasters in less than two years,
the need for a smarter approach was clear: existing systems, processes and
collaborative capabilities were limiting response effectiveness. Working with
telephones, radios, paper maps, and colored pushpins, the agencies’ resulting
response times did not meet community expectations. To better prepare
for future natural and man-made disasters, the State of Missouri Office of
Homeland Security needed to provide a new level of access to information and
disaster management tools and resources.
Using technology to work smarter
Page 10
Highlights
The State of Missouri Office of
Homeland Security needed to
provide emergency responders
statewide access to disaster
information.
Getting emergency information to those who need it
Emergency managers across the U.S. already have access to a wide variety of
information resources and incident management tools that help them respond
to disasters. For example, emergency responders may leverage information
from police dispatch systems, Geographic Information Systems (GIS) and
emergency medical service (EMS) systems. In addition, there are incident
management systems — collaboration tools and reporting databases — that
are used by incident commanders located in Emergency Operations Centers
(EOCs) at the state and/or municipal level to maintain awareness of and
control over the response to incidents in the field.
The difficulty from a statewide perspective is that these resources are not
readily accessible to all emergency responders. This is a problem because, as
was clearly demonstrated by both the 9/11 attacks and Hurricanes Katrina
and Rita, while most disasters start locally, once they become severe enough
they can impact a very wide area and require the involvement of emergency
responders from hundreds or even thousands of miles away.
By providing a high level of access to comprehensive and accurate information
about a disaster, response efforts can be better coordinated and faster, and
therefore more effective. Using the successful St. Louis Area Rapid Response
System (STARRS) as a model, the State of Missouri worked with IBM and
IBM Business Partner VirtualAgility Inc. to create the Missouri Emergency
Resource Information System (MERIS).
Using technology to work smarter

Page 11

Improving collaboration among emergency response teams

Highlights MERIS is designed to provide near real-time situational awareness and
synchronization of emergency response statewide. It utilizes IBM WebSphere®
collaboration tools and The National Center for Crisis and Continuity
Coordination (NC4)’s E Team Incident Management software to enable com-
munication and collaboration among different entities in preparing for and
responding to emergencies. A key capability in MERIS is enabling users to
transparently access any existing or future information system — all from a
single, integrated user interface accessed by a single sign-on, using only a
Web connection. The information needs to be accurate and trustworthy, while
remaining consistent across many different sources.

This level of real-time access to information that is owned by different con-

A highly flexible infrastructure was
stituencies, each with a different method of access, requires a highly flexible
at the heart of the service-based
IT infrastructure. A Service Oriented Architecture (SOA) approach ensures
solution that first integrates diverse
that MERIS has the flexibility to integrate diverse sources of information
sources of information and then
and many different emergency response applications to deliver the right
provides real-time access to it via
any Web connection.
information at the right time to all who need it.

MERIS is built on key IBM middleware, including IBM WebSphere® Portal

Server, IBM WebSphere Application Server and IBM DB2® database software.
Running on this platform is a core application, the VirtualAgility OPS Center,
which provides a single sign-on capability with secure identity management
and integrates MERIS’ other components. These components include the
VirtualAgility WorkCenter and Safeplans ERIP planning solutions; an
enhanced version of the E Team online incident management tool; and IBM
Lotus® Sametime® instant messaging software for sharing information and
Using technology to work smarter
Page 12
Highlights
The solution makes up-to-the-
minute emergency information
available to all who need it, when
they need it.
communicating. The platform also offers Web conferencing, chat, e-mail and
whiteboarding, as well as an incident mapping capability. This integrated
portal solution positions the state to seamlessly add future functionality.
Integrating collaboration and SOA-enabled software with the various emer-
gency-response applications enables MERIS to effectively bridge the gaps
among multiple organizations. The State of Missouri is now able to analyze
emergency situations and respond in hours, rather than in days, to ensure
that the right resources are available at the right places and at the right
time. Information can be shared instantly across organizations, including
the National Guard, the fire marshal’s office, law enforcement agencies,
healthcare workers and others.
Being flexible, acting on timely insight, and coordinating expertise to work
together during a crisis are critical. The MERIS solution enables the State of
Missouri and its Office of Homeland Security to work smarter — improving
emergency response and saving lives.
Case study 3: Bharti Airtel
Based in New Delhi, Bharti Airtel is India’s largest private sector telecom
operator and India’s sixth-largest company by market capitalization. Bharti
Airtel is also the only operator to offer its services (mobile, fixed line and
Internet access) in each of India’s 23 operating areas. While this wide service
footprint made Bharti Airtel especially well-positioned to capitalize on India’s
telecom boom, it also presented the company with signifi­cant challenges and
risks in addressing this demand.
Using technology to work smarter
Page 13
Solution components:
Bharti Airtel
Software
• IBM DB2®
• IBM Service Provider Delivery
Environment
• IBM WebSphere® Business makers to customer-facing representatives — needed to have access to the right
Integration Server
• IBM WebSphere MQ
Services
• IBM Global Business Services
• IBM Global Technology Services
• IBM Strategic Outsourcing
Bharti Airtel knew that a flexible
infrastructure was key in
accommodating future demand
and maintaining high levels of
customer service.
To keep up with demand, while also maintaining high levels of customer ser-
vice, all the processes required to run the business — from order management
and service activation to those pro­cesses involved in the operation of the core
network— needed to run smoothly and stay synchronized. What’s more, Bharti
Airtel recognized that the lack of a single view of the customer across the
various lines of business can lead to missed opportunities for the business and
dissatisfied customers. Everyone in the organization — from executive decision
information about the customer at the right time.
In order to deliver the best possible experience to the customer, IT needed to
be able to provide an integrated view across all the company’s services and
customers. The company needed a smarter approach to creating and manag-
ing customer-facing processes. Providing the business with the level of agility
it needed to thrive required an IT infrastructure that was flexible enough to
accommodate future demand and smart enough to provide a high level of
intelligence and analytics about its customers. The solution for Bharti Airtel
was a service-oriented approach to integrating business requirements with an
IT framework that enables business change.
Mitigating financial risk by outsourcing IT infrastructure
While Bharti Airtel knew it needed a highly flexible IT platform for integrat-
ing its customer-facing processes across all lines of business, the company was
concerned about increasing IT capital expenditures. In addition to increasing
IT spending to improve services for existing customers, the company would
need to add new IT infrastructure to support its rapidly growing base of
subscribers.
Using technology to work smarter
Page 14
Highlights
A large capital outlay for IT infra-
structure expansion was out of the
question because of government-
mandated pricing changes for user
services.
Outsourcing its IT infrastructure
enabled Bharti Airtel to concentrate
on its much-needed business and
IT transformation.
However, Bharti Airtel was facing increasing financial risk based on govern-
ment-mandated pricing changes that led to a steady decline in India’s average
revenue per user for mobile telecom services. This meant that large capital
expenditures to expand IT infrastructure might not be offset by revenues from
future services.
To address the company’s future IT and business needs while substantially
mitigating its IT investment risk, the company established an outsourcing
relationship with IBM. This relationship gives IBM full control and ownership
of Bharti Airtel’s IT infrastructure and associated processes. By substituting
predictable operat­ing expenses for risky upfront capital investments, this strat-
egy fundamentally transforms the financial underpinnings of the company’s
business model. An equally impor­tant aim of this strategy is to enable Bharti
Airtel to focus its energies on grow­ing, serving and retaining its customer
base — and thus fully capitalize on India’s astounding growth surge.
Focusing on improving customer experience
Bharti Airtel knew that the key to capitalizing on its growth opportunities was
to establish deeper and more personalized relationships with its customers, as
well as to provide a consistent, high-quality customer experience. It further
realized that, from an IT perspective, the ability to integrate its diverse
systems and processes was essential. Bharti Airtel saw the flexibility of IBM’s
integration approach and recognized the combination of IBM’s extensive
portfolio of middleware products and expertise in service oriented architec-
ture (SOA) provided an ideal match for its integration requirements.
Using technology to work smarter
Page 15
Highlights
Advanced integration capabilities
enable new customers to start
enjoying mobile service 90 percent
faster than in the past.
Incorporating the IBM Service Provider Delivery Environment Integration
Hub solution, IBM Global Business Services designed and implemented an
enterprise application platform that integrates a wide range of customer-facing
and back-office processes. Its flexibility is evident in the range of integration
options it provides Bharti Airtel. In the case of customer self-service, for
example, each of the three main channels —Web, interactive voice response
(IVR) and short message service (SMS) — employs different inte­g ration
technologies (such as publish/subscribe via IBM WebSphere® MQ and
asynchronous messaging via IBM WebSphere Business Integration Server),
depending on the channel’s technical requirements.
In line with its vision, Bharti Airtel’s advanced integration capabilities have
enabled the company to transform key aspects of the customer experience.
Account activation is just one example. With Bharti Airtel signing up an
average of 1.5 million customers per month, the ability to activate new
accounts with maximum efficiency is essential. By integrating the account
activation process with such key back-end systems as billing, provisioning and
order management, Bharti Airtel was able to cut the time required to activate
new mobile accounts by 90 percent. Bharti Airtel’s integration framework
has also led to stronger business intelligence capabilities, which have in turn
enabled the company to maximize the value of its customer relationships
through cross selling and market segmentation.
Bharti Airtel’s bold strategy has also produced outstanding results at the
bottom line. Working smarter to enable process efficiency is a big factor in its
performance. The company has reduced activation time from four days to two
hours and compressed billing cycles from 15 days to 2 hours. Infrastructure
Using technology to work smarter
Page 16
Solution components:
Implanet
Software
• IBM InfoSphere™ Traceability Server
• IBM Radio Frequency Identification
(RFID) Solution for Pharmaceutical
• IBM WebSphere® Sensor Events
scalability enables the company to handle more and more customers. As a
result, even in the face of declining average revenue per customer in India,
Bharti Airtel has been able to post an operating cash flow margin of 40 per-
cent, a full 5 percentage points higher than the rest of the industry.
Case study 4: Implanet
Implanet is a European medical device company headquartered in Bordeaux,
France. The company makes artificial joints that are implanted into individuals
who require hip and knee replacement surgeries. For this forward thinking
company, working smarter meant turning an inventory management challenge
into a solution that not only improved the company’s productivity and quality
management, but has positive implications for patient safety and new types of
smart medical solutions.
Tracking medical devices manually is inefficient and puts patients at risk
Implanet’s medical devices were difficult to trace once they were shipped to
hospitals, causing problems from a healthcare and a business perspective.
Any medical device that is implanted into an individual has an identification
number so it can be recorded and tracked, enabling rapid location of the
patient in case of a recall. Implanet needed a way to trace its medical devices
throughout all points in the supply chain, from manufacturer to distribution
to hospital to patient— helping to ensure patient safety and maximizing
operational efficiency.
The company’s manual process for tracking the implantable devices was
cumbersome and open to errors. After hospitals purchase the devices, they
are stored until needed. When a device is required for a surgical procedure,
Using technology to work smarter
Page 17
Highlights
Implanet’s inefficient inventory
tracking process resulted in lost
revenue and made it difficult to
deliver product recall information
to patients.
it is selected from the in-hospital supply, and information about the device
and the patient is recorded and provided to Implanet. The company does not
bill the hospital until the device has actually been implanted in a patient. If
there was a mistake in shipping or if a hospital lost track of a device, then
Implanet would not be able to bill for it. Implanet recognized the need to
improve its inventory management and streamline its billing process. But this
was only one aspect of the challenges related to lack of control over the track-
ing of devices. For example, if a group of devices ever needed to be recalled,
Implanet was responsible for quickly reaching the patient who was implanted
with that device.
Using RFID technology leads to smarter business processes
Implanet saw an opportunity for using new intelligent machine-to-machine
technology to improve inventory tracking, automate billing and reordering
processes, and establish a sophisticated alert process to rapidly inform
hospitals and patients about expired or recalled products. In addition, since
the information about the devices and patients is now managed in a central
location, surgeons can leverage this information dynamically and make better
informed decisions and improve patient care.
Using IBM InfoSphere™ Traceability Server and the IBM Radio Frequency
Identification (RFID) Solution for Pharmaceutical track and trace technology,
Implanet created its new BeepNTrack service that provides real-time product
tracking of devices from raw material to patient implantation. The new
solution has enabled the company to transform its business processes by lever-
aging the new intelligence made available by the automated system. Implanet
has been able to reduce costs associated with human error, out-of-stock prod-
ucts and supply chain inefficiencies while increasing the quality of its devices
Using technology to work smarter

Page 18

and supporting services. The solution drives bottom-line efficiencies for

Highlights
Implanet, while providing economic and social benefits to the entire health-
care community.

Each medical device now receives an RFID tag as part of the packaging pro-
cess. Key characteristics about each device (such as lot number, description
of device, expiration date) are recorded into a database system. Then the tag
is read by a scanner in order to link each individual product with a unique
RFID number. The RFID tags chosen for this solution have a short range for
reading so as not to interfere with other hospital electronics.

The RFID tags are scanned before shipping to make sure the hospital is
getting the correct order. The tracking process continues once the devices
With the new solution, Implanet
reach the hospital. Before a surgical procedure takes place, a hospital staff
has access to information that
member uses a handheld device to scan the tag from the medical device being
positively impacts all levels of its
implanted. The information about the device is stored along with the patient’s
business and the healthcare
records. The tag is given to the patient after surgery so he or she will have all
community.
available information concerning the implant in the event of future concerns.

The information stored on the tags is gathered by IBM WebSphere® Sensor

Events software and transmitted to the InfoSphere Traceability Server soft-
ware. This allows Implanet to manage and share information with the systems
of any trading partners that adhere to the GS1 EPCglobal Electronic Product
Code Information Services standard for capturing and sharing sensor data.

For Implanet, working smarter has meant doing such a good job of improving
its internal business processes that the company was able to extend the
BeepNTrack solution to automate online order processing, reducing human
Using technology to work smarter
Page 19
Highlights
To take advantage of the oppor-
tunities present in today’s volatile
environment, business and IT must
work smarter to address common
business goals.
error and optimizing resources necessary to improve the supply chain process.
Overall, the BeepNTrack solution uses technology to add insight and intel-
ligence into the challenging process of tracing medical implantable devices
from manufacture to the patient— improving patient safety by providing an
accurate and immediately identifiable connection between implantable devices
and patients in case of a recall.
Summary
The case studies in this DeepView share some common themes around the
need to work smarter by being agile, connected and collaborative. These orga-
nizations evaluated established business processes and identified opportunities
to improve operational effectiveness, reduce costs and increase business agility
by creating stronger connections between people, the business processes they
need to follow, and the information they need to be effective.
Another common thread is the use of service-oriented technology as the foun-
dation for building a smart IT platform to support their new way of delivering
value to the business. With an SOA approach, these organizations have been
able to integrate silos of information and IT infrastructure to create a more
agile and connected business environment capable of adapting to continuous
change.
For more information
To learn more about the many ways IBM can help you work smarter by
being more agile, connected and collaborative, please contact your IBM
representative or IBM Business Partner. Or visit us at:
ibm.com/smartwork
© Copyright IBM Corporation 2009

IBM Corporation
Software Group
Route 100
Somers, NY 10589
U.S.A.

Produced in the United States of America

December 2009
All Rights Reserved

IBM, the IBM logo, ibm.com, DB2, Domino,

InfoSphere, Lotus, Notes, Sametime and
WebSphere are trademarks or registered
trademarks of International Business Machines
Corporation in the United States, other countries,
or both. If these and other IBM trademarked terms
are marked on their first occurrence in this infor-
mation with a trademark symbol (® or ™), these
symbols indicate U.S. registered or common
law trademarks owned by IBM at the time this
information was published. Such trademarks may
also be registered or common law trademarks in
other countries. A current list of IBM trademarks
is available on the Web at “Copyright and trade-
mark information” at
www.ibm.com/legal/copytrade.shtml

Other company, product, or service names may

be trademarks or service marks of others.

These case studies illustrate how IBM customers

use IBM products. There is no guarantee of
comparable results.

References in this publication to IBM products or

services do not imply that IBM intends to make
them available in all countries in which IBM
operates.

1
IBM case study: Hendricks Regional Health
automates and improves key processes with
Lotus Domino-based solutions. December, 2008.
http://www-01.ibm.com/software/success/cssdb.
nsf/CS/CCLE-7MENN7.
2
IBM case study: State of Missouri Office of
Homeland Security: Boosting disaster prepared-
ness across the state. November, 2008. http://
www-01.ibm.com/software/success/cssdb.nsf/
CS/JSTS-7L6LA2.
3
IBM case study: Bharti Airtel grows at a stunning
pace by keeping its focus on the customer. March,
2008. http://www-01.ibm.com/software/success/
cssdb.nsf/CS/JSTS-7C6M6P.
4
IBM case study: Implanet builds a business
model differentiated by technology developed
with IBM. August, 2009. http://www-304.ibm.com/
jct01003c/software/success/cssdb.nsf/CS/JHAL-
7UMFV6.

WSC14175-USEN-00